Overview of mapping, strategy and structure

1. A warning from the past
and the future.
What to do when Google / Amazon / Any Player
enters your industry?

2. STRATEGY
Take your company
business and IT strategy and
remove ...

3. Tactical
Choices
(BYOT)
Operational
Details
(SLAs)
Implementation
Details
(Private vs Public)
Purchasing
Decisions
(Oracle vs SAP)
... the How,What
and When.

4. Why?
Look at what is left.
Is it vague?
Are decisions made
because ...

5. ... everyone else is doing it?
67% of successful companies do
Cloud, Big Data, Social Media.

6. Q. Why does a General
bombard a hill?
Ask yourself ....

7. Because some report
says 67% of successful
generals bombard hills.
Answer A ...

8. Why?
Where?
How?
What?
When?
or Answer B?

9. Where? Why? How?
What?
When?can we attack
attack here over
there
do we attack
to do
to do it
In Military ...

10. Where? Why? How?
What?
When?
Is your Strategy a tyranny of ...
do we
to do
to do it
"67% of successful companies do
Cloud, Big Data, Social Media"

11. LevelofStrategicPlay
Uses Open to Compete
But does it matter ...

12. LevelofStrategicPlay
Uses Open to Compete
Chancers
Players
Doing Well
Doing Badly
... apparently, yes.

13. So how do you map a
business landscape?
... start small

14. The Players Way

15. Need
Step 1

16. ValueChain
Value
Chain
Step 2

17. Certainty
Ubiquity
Custom Built
Commodity
Service
Product
Utility
Genesis
Understand
things Evolve
Step 3
DemandCompetition
Supply Competition

18. ValueChain
Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
Map
Value Chain vs Evolution
Step 4

19. An example map ... it can
be quickly and easily.

20. ValueChain
Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
Differentiation
Need
Step 5

21. ValueChain
Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
Efficiency
Hidden
Step 6

22. ValueChain
Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
IndustrialisedUncharted
Anarchy
Uncertain
Unpredictable
Changing
Different
Exciting
Future Worth
Differential
Ordered
Known
Measured
Stable
Standard
Dull
Low Margin
Essential
Understand competition
drives evolution and
characteristics change
Step 7

23. ValueChain
Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
DON'T treat as single
Step 8

24. ValueChain
Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
Treat as units
Step 9

25. ValueChain
Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
SIX SIGMA
StrongWeak
AGILE
Strong Weak
Apply right
methods
Step 10

26. ValueChain
Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
Agile, In-House
Step 11

27. ValueChain
Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
Leverage,
Buy Products,
Open Source
Step 12

28. ValueChain
Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
Utility,
Outsource
Step 13

29. Find shared
components
Step 14

30. ValueChain
Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
Differentiation
Need
Efficiency
Hidden
Update
Step 15

31. ValueChain
Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
Interface
Understand basic
economics
Commoditisation = Efficiency
Componentisation = Agility in
building higher order systems
through standard intefaces
But also ... Creative Destruction = FutureValue
1
2
3

32. ValueChain
Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
Interface
Electricity
Radio
Television
Understand basic
economics
1
2
3

33. ValueChain
Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
WarPeace
Wonder
Understand basic
economics
Evolution leads to different
economic states of competition
which occurs at both a local and
macro economic scale

34. ValueChain
Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
Inertia
Understand basic
economics
We all have inertia to change
created from past success and
norms of operating

35. ValueChain
Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
Interface
Worth
Agility
Efficiency
Open
You can
manipulate the
environment
(Strategy)
Step 16

36. Open
Efficiency
Commoditise
Recruitment
Protecting
Value Chain
Standards
Ecosystems
Barrier to Entry

37. Ecosystem
Supplier
Innovate
Leverage
Innovate
Commoditise

38. ValueChain
Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
Commoditise
Innovate
Amazon Big
Data (EMR)
Leverage
EC2
Big Data

39. ValueChain
Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
IndustrialisedUncharted
First Mover
Fast Follower

40. Choose All ...
+ Innovation
+ Customer Focus
+ Efficiency
And
And

41. ValueChain
Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
Online Photo
Storage
Data Centre
Power
Payment
Distributed
Architecture
Web Site
Platform
Fotango
Customer
CRM
Online Image
Manipulation
Compute
2005

42. ValueChain
Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
Platform
PaaS
2005
Open

43. ValueChain
Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
Platform
Efficiency
Agility
Worth
2005
Inertia

44. ValueChain
Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
Platform
IaaS
2005
Ecosystem
Compute

45. ValueChain
Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
Where?
2005

46. ValueChain
Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
Platform
2005
Why?
Ecosystem

47. ValueChain
Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
Platform
2005
How?
Open

48. ValueChain
Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
Use a cell based
structure
Step 17

49. Count
components at
different stages
Step 18

50. Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
IndustrialTransitional
Frequency
Build your profile
Step 19
Uncharted

51. Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
Transitional
Frequency
Pioneers Settlers Town Planners
Realise different
types of people
have value
Step 20
IndustrialUncharted

52. Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
Pioneers Settlers Town Planners
Rare
Poorly Understood
Differential & Novel
High Future value
Constantly changing
Undefined Market
Deals with ...
Happy with ...
Failure
Gambling & Gut Feel
Experimentation
Uncertainty
Uses ... Agile
Common components
Most likely to build a partially
functioning 3D printer with Lego
Ignoring Customers
Growing
Increasing Education
Feature Differentiation
High Profitability
Maturing Products
Growing Market
Deals with ...
Happy with ...
Constant Improvement
Market Analysis
Feedback
Trend Spotting
Uses ... Ecosystems
Most likely to steal a half baked Lego 3D
printer and turns it into something that lots
of people want to buy
Listening to Customers
Common
Well Defined
Essential Cost of Doing Business
HighVolume
Standardised & Stable
Mature Market
Deals with ...
Happy with ...
Opertional Efficiency
Metric Driven
Analytics
Scientifc Modelling
Uses ... Six Sigma
Most likely to be running the factory
which builds Lego bricks and Lego kits
Building what is needed
Steals from Steals from
Uses Components From

53. ValueChain
Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
Pioneers
Settlers
Town
Planners
Populate
your cells
Step 21

54. The Chancers Way

55. No Map
Step 1

56. Treat as one thing
Incur excessive
change control
costs
Some parts will be
efficient
SIX SIGMA
StrongWeak
Step2
Apply single methods
Outsource entire value chain
The problem
was the client kept
changing their
mind ...
We want a
contract so we know
what is delivered
This isn't core to
us
But we
didn't know
what we
wanted.

57. SIX SIGMA
StrongWeak
AGILE
Strong Weak
OR
YoYo between
methods
Step 3
Evidence shows we
work better!
Evidence
shows we work
better!
Look Agile
Sucks!
Look Six Sigma
Sucks!

58. IT Finance Marketing
Organise by
Silos
Step 4 IT is unrealiable and
costly
IT is too slow
and conservative
So we need to be
reliable and efficient and
fast and risky?

59. IT Finance Marketing
Social
Media
Create new
groups
Step 5
We're different, we
need a new group
I thought we did IT? I thought we did
Marketing?

60. InertiaIgnore Inertia
Step 6
The future is always
unpredictable and random, so
why worry?
We've been running this
business for 40 years. We
have lots of data. Nothing will
change.

61. Standards
Board
SIAM (SRO)
Technical Body -
Transition Support to Depts -
Procurement Body -
Security Body -
Other Bodies as Req -
Wider Engagement
(e.g. CTO Council)
Wider Engagement
(e.g. PSTSA)
Wider Engagement
(e.g. GPS)
Wider Engagement
(e.g. CIOs and CIO Council
Wider Engagement
(e.g. GovICT PMO)
PEX(ER)
Cabinet Committee
CIO DB
-Acting as Steering
Board-
GovICT
Infrastructure
Programme Board
CIO DB Chair
Infrastructure SROs x4
Infrastructure PD
NED
GCTO
PMO
GovICT Infrastructure
Programme Director
PB2
Green ICT
Delivery Unit
Chair: Jennifer
Rigby
CIO Council
IT Reform
Open Tech, Data
& Document
STANDARDS
SRO: Phil Pavitt,
Paul Jones, Liam
Maxwell
Asset
Management
SRO: Liam
Maxwell(CO)
Open Source
SRO: Justin
Holliday (HO)
Procurement
SRO: Bill
Crothers (CO)
Agile
SRO: Philip
Langsdale (DWP)
Social Media,
APIs, Channel
Shift, Online Govt
& Innovation
SRO: Mike
Bracken (CO)
Capability
SRO: Andy
Nelson(MoJ)
-PSN(SRO)
-ReferenceArchitecture
-EUD(SRO)
-Hosting(SRO)
-Cloud&Apps(SRO)
-ProgrammeSupport
Escalation route Changes which
will impact on the Strategy
Supported
Through
X
A
M
H
F
I
J
Evidence of in-effective support –
Corrective action required
Corrective action taken
G
E
B
GDS
GPS
Q
Measure Implementation
through CIOc, Raise Issue
if Rqd,Task CIOc to Sort
O
C
CTO Executive
Chair: Liam
Maxwell
(Overview Ref
Arch and
Standards)
Y
Z
SRO / Accountable Feed
MI / Metrics / Reporting
Escalation Routing
Direct Interaction / Request
BAU Request for IA/Risk Decision
Info Strategy
SRO: Paul Jones
(DH)
L
Green ICT
SRO:John Taylor
(MOD)
Knowledge
Council
Chair: Karen McF
Risk Regime
SRO: John Taylor
(MOD)
SCaRAB
(Prev IADG)
Standards
Sponsor
Raising
Bodies
Standards
Panel
Standards
Panels
}
Engagement with
supporting bodies,
either directly or
through the formation
of a Working Group or
Forum to progress
delivery
Metric
Accountable
Escalation
Request
EXEC
Committee
Steering
Board
Measure KPIs
Green IT
Council
IT Council
IT Strategy
Knowledge
Council
CTO
Council
Standards
Council
Open Standards
Council
Specialist Standards
Panels
Open Source
Management
Capability
Management
Asset
Management
Innovation
Management
Procurement
Management
Agile
Management
General
Purchasing Team
General
Engineering
Team
Infrastructure
Board
Programme Board
Risk / Security
Council & Specialism
Risk Decision
Networks
Cloud
BYOD
Hosting
Architecture
ProgrammeSupport
PM
Working Groups
as required
Tame uncertainty with
Governance
Step 7

62. Choose one ...
+ Innovation
+ Customer
+ Efficiency
Rely on old models
Step 8
or
or

63. When they meet!

64. LevelofStrategicPlay
Uses Open to Compete
Chancers
Players
If you ...

65. ValueChain
Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
Map Opponent
Step 1

66. ValueChain
Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
Where?
Step 2
Industrialise

67. ValueChain
Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
"Relationship"
"Cannibilisation"
"Legislative"
"Disintermediation"
Why?
Past Success
Step 3

68. ValueChain
Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
Why?
Step 4
Ecosystem

69. StrategicPlay
Uses Open to Compete
Chancers
Why?
Step 5
Your Opponents

70. Open source
Resilience
Failure Testing
Infrastructure
Learning
"Big" Data
Culture
Structure
Corporate Focus
Type
Strategy/TacticalOrganisationActivity
Departmental
Inertia
Profit
Cost Reduction
N+1
Disaster Recovery
Analysts
Used
Enterprise Class
Service / Cell
Fluid / Gameable
Disruption
Weapon
Design For Failure
Chaos Engines
Ecosystem
Driven By
Commodity
Traditional Next Generation
Capacity
Deployment
Scale Up
Change Control
Scale-out
Continuous
Technique Single Mixed
Practice
Why?
Step 6
Your Opponents

71. ValueChain
Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
Open
How?
Step 7

72. Where? Why? How?
What?
When?
Attack!
Step 8

73. 10-15 years to
disrupt an
encumbent industry

74. LevelofStrategicPlay
Uses Open to Compete
Chancers
Players
If you ...

75. LevelofStrategicPlay
Uses Open to Compete
Die
Adapt
Choice
Step 1

76. Open source
Resilience
Failure Testing
Infrastructure
Learning
"Big" Data
Culture
Structure
Corporate Focus
Type
Strategy/TacticalOrganisationActivity
Departmental
Inertia
Profit
Cost Reduction
N+1
Disaster Recovery
Analysts
Used
Enterprise Class
Service / Cell
Fluid / Gameable
Disruption
Weapon
Design For Failure
Chaos Engines
Ecosystem
Driven By
Commodity
Traditional Next Generation
Capacity
Deployment
Scale Up
Change Control
Scale-out
Continuous
Technique Single Mixed
Practice
Toughen up
Step 2

77. Where? How?
What?
When?
Why?
Attack the
Why
Step 3

78. ValueChain
Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
Industrialise
Attack the
Why
Step 4

79. You have been duly warned.
Many companies are disrupted not
by unexpected market changes but
entirely predictable market
changes they could not see.

80. Leading Edge Forum 4
Engage with us ...
Visit our website at www.lef.csc.com
You can also find us via our social media spaces:
Follow me @swardley and LEF @lefep
Subscribe to our YT channel, LEFResearch
Follow our Company page (CSC Leading Edge Forum)